Organizational Capacity for Change in Government Organizations - Literature review Example

The literature review aspect will examine different past relevant studies on organizational capacity for change in government organizations so that a framework can be developed through which better results can be achieved for enhancing capacity for change. The focus is broadly divided and analyzes the attributes to capacity for change has on government institutions and will use seminal studies, their research design, questionnaires, measurements and findings so that response for the future can be achieved. Different scholars have defined organizational capacity differently. Yu-Lee (2000) states it as an ability to perform whereas Austin (1994) defines the same as the ability which the actors have so that the specific goals can be achieved. Gargan (1980) on the other hand has put it differently and states that it is the ability of the organization to work and carry out the function in a manner they want to do. Eisinger (2002) has moved a step forward and tries to link performance with efficiency by stating that it is a set of attributes through which the business is able to achieve its mission. Ingraham, Joyce et al (2003) has linked the same with the resources by stating it as the ability that the government organizations have to ensure that they have the right resources at the right time and right place. This provides an opportunity through which the business is able to use the resource wisely and ensure that the goals can be achieved. This clearly brings to the notion that different scholars have defined the concept very widely which has thereby made the topic an elusive concept and is something which is constantly witnessing changes for better results. Despite the fact that organizational capacity is an important variable in organizational analysis but no consensus has been arrived makes it a topic which is debatable and requires identification of different variables which will help to strengthen the manner in which organizations work. Christensen & Gazley (2008) analyzes the different meaning which has been given to organizational capacity in public area highlights the fact that the lack of precision in the field of capacity change emerges due to the fact that different definition with regard to input, resources, throughput and output makes it a topic of much debate. This thereby requires more seminal studies and inputs which will help to reduce the differences and act as a method through which better understanding will be achieved. Since organizational capacity is understood broadly as the ability of the organization to perform and carry out the different task effectively organizational infrastructure is one of the key elements which will help them to achieve it. Burgess (1975) has highlighted the same as the ability of the business to manage its administrative and support functions through the use of the capabilities which the organization has along with its bottom line assets. In the same study it has identified four different type of resource capacity which are personnel, property management, information management and financial capacity. Further more information and detailed information has been provided in this regard where personnel also includes employee recruitment and human resource management; property management ensures that the buildings and other facilities are kept intact and preserved; information sharing ensures development and sharing of network and information so that it can be preserved; and finally financial capacity includes the budgeting and financial requirements which helps the business to carry out the different functions effectively. The different dimensions as highlighted by Burgess clearly show the manner in which different aspect needs to be analyzed in relation to capacity building so that changes and development can be better ensured. A more recent study carried out by Ingraham, Joyce et al (2012) which identified the same core infrastructure capacity which has been identified by Burgess brings forward the manner capacity development needs to be looked from the perspective of infrastructure development. The study was conducted over a period of seven years from 1992 to 2002 and covered 32 federal agencies, 50 state governments, 37 city government and 42 country government highlights the importance infrastructure has on capacity development. The highlights the importance personnel, property management, information management and financial capacity has on the long term performance of the organization. The ability of the organization to ensure better development of organizational capacity provides an overview through which effectiveness is ensured and the different areas of development are better protected. This thereby helps to use the different resources in the most effective manner and provides an opportunity through which better results are achieved. Milward, Provan et al (1995) has addressed the manner in which government institutions addresses the importance of organizational capacity and the role it has on business. This is as aspect helps to build the government delivery system and provides for an opportunity through which better governance and performance can be delivered. It has been further seen that government organizations are able to deliver better results when government develops the required infrastructure through which performance is better monitored and controlled so that the long term goals can be achieved (Frederickson & London, 2000). This is supported by a study carried out by Eisinger (2002) in Detroit area food pantries and soup kitchen where the presence of paid staff and having other administrative routines like computerized records helped to multiply the effectiveness and ensured that the work which was being carried out provided maximum effectiveness. This can further be seen in the previous study carried out by Frederickson & London (2000) where community development aspects requires the support of additional functions like operational so that the aspect of staffing is better controlled and monitored. This makes it important that organizations based on their staffing needs have the required personnel which will provide the opportunity to carry out the different functions effectively and will help to ensure that the business is able to maximize the usage of different resources. This has been backed by the development of a proper planning process along with the fiscal management strategies so that the organizational infrastructure is developed in a manner through which different services can be carried out in the most effective manner. A related but different aspect of capacity development which has also been highlighted by many scholars is the development of management capacity to carry out the different functions effectively. Management capacity at this juncture is the ability of the management to use the different resources and management infrastructure in the best possible manner so that the goals can be achieved and at the same time the business is able to achieve operational efficiency (Ingraham, 1995). Ingraham, Joyce et al (2003) has further moved a step ahead and determined management capacity as the government ability to marshal, manage, direct develop and control the different physical, financial, human and information resources. This is based on a strong argument provided by Ingraham, Joyce et al which states that the development of the vision and mission statement and aligning the management system, performance management system and other aspect will help to align the different business requirements and will ensure better control and precision in the use of different resources. This will thereby help to develop a formal process which will be aimed at developing and synthesizing a process through which the different resources are used so that overall effectiveness is achieved and the business is able to change with the different business scenarios. Some of the recent researchers and scholars has identified the manner in which organizational capacity has a role and importance in management capacity while looking to perform in the public sector (Andrews & Boyne, 2010). O’Toole & Meier (2010) states that management capacity provides an opportunity through which the different environmental shocks can be easily absorbed and will help to multiply the productivity through which organizational performance will improve. This can be looked more specifically as a process which will help to reduce the negative impacts on organizational performance and even the negative impacts which budget cuts have can be reduced. The statistical model which O’Toole & Meier has used measures the managerial capacity from one side and brings a change in the operational capacity within which the managerial staffs are better managed. Given the fact that multi dimensional capacity for change is properly managed will help to investigate the manner in which managerial capacity has a role in managing performance capacity. Andrews & Boyne (2010) further developed a model which links the managerial capacity with leadership and performance through different capacity measures so that the overall performance of the business gets maximized. The overall impact of the capacity change will help to improve the use of different resources associated with capital management, IT management, human resource management and financial management. The overall impact will result in bringing a change in capacity and will help to ensure that the overall productivity improves (Andrews & Boyne, 2010). Krueathep et al (2010) has further moved forward and focuses on the managerial characteristics for measuring the change that the business is witnessing. The model developed works as a function of managerial experience, responsibilities, and attitude so that the performance in the local government can be understood and identified. To measure the manner organizational capacity for change can be measured through different variables like mayoral service, population per staff, occupational background and attitude (Krueathep et al 2010). This will thereby ensure that the different variables will help to identify the manner through which operational efficiency of the business practices improves and will provide a direction to ensure better performance and effectiveness. The dynamic capability literature by Teece, Pisano et al (1997) helps to provide a complimentary perspective on the manner in which management’s role in building and sustaining the capacity is as aspect which helps to improve the performance through the use of resources. This perspective look at analysing the perspective for organization change through the resource based view so that a different perspective through which organizational efficiency can be improved is identified. Eisenhardt & Martin (2000) has identified dynamic capabilities as the manager makes changes in the organizational resources and strategic routine by acquiring, shedding, integrating and developing a mechanism which helps to provide better value strategic management strategies through which better performance is ensured. This aspect thereby focuses on the internal aspect of the organization through which the business is able to get a competitive advantage and helps to ensure that the overall performance and productivity multiplies. This thereby creates a process through which operational effectiveness is gained and a change in the mechanism of carrying out different activities is ensured. Teece, Pisano et al (1997) states that the process looks at managers as strategic actors who can configure the different resources and bring a change in the manner the different resources are used so that a competitive advantage for the business can be devised. This will provide a competitive advantage and will bring a change in the combination of resources and capabilities so that the performance through the process of organizational change can be positive. This will help to ensure that the business is able to find out a mechanism through which the resources are used in the best possible manner. Judge, Naoumova et al (2009) has identified a number of dynamic capabilities through which the process of organizational development and networking takes place. This capabilities have been identified as meta capabilities which ensures that the organization is able to respond both the exogenous and endogenous changes. This thereby helps to ensure that the resources are used based on capabilities and provides an opportunity through which use of resources improve. Newey & Zahra (2009) has recognized the conceptual and dynamic capabilities through which operational capabilities helps in endogenous innovation so that the different shocks of the environment can be reduced. Since managers devise a way through which the different resources are to be used it thereby helps to develop the dynamic capabilities through which performance of the organization improves. This resource based perspective ensures that the overall mechanism helps to multiply the effectiveness and brings a change in the process the different resources are used. Pablo et al (2007) has applied the concept of dynamic capabilities to different public organization. This model is particularly relevant to public organizations as it focuses on the use of internal resources which will help to provide a competitive edge in the market. The argument which has been presented states that public managers through the process of dynamic capabilities can develop, implement and sustain strategic approaches through which the performance of the organization improves. Bryson et al (2007) states that dynamic capabilities helps the public sector managers to build their capacity for organizational change so that better performance and use of resources becomes possible. Dynamic capabilities helps the organizational capacity by developing them so that the business is able to gain efficiency and bring a change in carrying out the different activities. The last few decades has witnessed a growing importance towards organizational knowledge and learning. Scholars are thereby interested to examine the manner in which organizational knowledge and learning helps organization to ensure strategic and conceptual changes so that the business performance can be improved (Hult & Ferrell, 1997). Ekboir et al (2009), states that information adaptability provides an opportunity through which information and knowledge which has been generated by other agents gets absorbed for better performance. The impact of this is such that it helps to covert the information into knowledge which provides an opportunity through which resources are used in a better way. Since, knowledge is created and interpreted from the perspective of organizational memory it influences the organization where the knowledge gets linked to individual performance and gets interpreted in a proper manner. This thereby helps to multiply the effectiveness of decision making and provides an opportunity through which operational efficiency is achieved (Huber, 1991). The overall perspective thereby brings a change in the manner the organization works and brings a change in the use of resources through which performance of the business improves. These points to an important direction of adaptive capacity which refers to the ability of the organization to respond to the environment which is changing. Armitage (2005) has stated that adaptive capacity which is essential in government organizations helps to develop innovative solutions through which performance gets enhanced. The main aspect at this juncture is the capacity of organization to learn and evolve in the changing environment. Jerez-Gomez et al (2005) further came out with the perspective that organizational learning capacity helps to create, disseminate and integrate knowledge so that organizational performance gets enhanced and the multidimensional aspect of looking into different managerial commitments, openness, knowledge transfer and integration is shaped for better performance. Strichman et al (2009) came forward and built the concept which highlighted the importance capacity building has and the manner it gets reflected on the overall working through which business productivity multiplies and the organization is able to drive better results. The importance of the capacity building is enhanced as managers have to promote and share new information by developing a culture which helps to maximize the organizational value. Wise (2006) has also stated that adaptive management provides an opportunity to make organizational changes based on the capacity requirements and provides an opportunity where integration of science and management takes place so that managers can learn better and helps to develop better parameters through which results are achieved. This highlights an important perspective from the point of view of the management as it is not only important to achieve the organizational performance but also require making changes and amendments so that the organization is able to foster a learning culture through which business future performances can improve. Ingraham, Joyce & Donahue (2003) using the process of adaptive capacity at public management level helps to bring a complete transformation and ensures that the government bodies are able to carry out the different functions is a better and coordinated manner. This helps to build a framework for the future and provides an opportunity through which better strategic tools can be used so that the overall performances improve and the business is able to bring the required transformation in the working culture. Strichman et al (2008) has build on the concept and states that building a creative and collective understanding of the organizational values facilitates a culture which ensures better learning process and adaptive changes. This brings a change in the behaviour of the employees and fosters an environment through which business development becomes possible. The importance of organizational capacity multiplies in case of a business enterprise as organizations have to look and aim towards bringing the required changes in the manner activities are carried out so that better long term prospects can be ensured. Different scholars have thereby looked towards organizational capacity for change differently but the basic aim is to ensure that the process helps the business to flourish and ensures that the business is able bring the required changes to carry out the activities. 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